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Bespoke tailors for our customers Annual Review 2017 Editorial / 01 Who we are, what drives us Editorial 2 400 corporate customers As a commercial bank, NORD/LB provides an attractive and comprehensive offering of financial services to private, corpo- rate and institutional customers as well as to the public sector, 240 000 in Northern Germany and well beyond this core region. For current accounts in the Braunschweig region example, NORD/LB participates in the structured financing of Thomas S. Bürkle international projects, particularly in the areas of energy, infra- Chairman of the Managing structure, shipping, aircraft and real estate. Board of NORD/LB, Hanover 5 000 2017 was a ground-breaking year for NORD/LB. First of all, we managed to turn a profit properties financed again, in spite of risk provisioning in ship financing still being exceptionally high. Second- Contents ly, we succeeded in noticeably raising our capital ratios. Thirdly, we were able to scale back our ship finance portfolio much more quickly than we originally planned. And fourthly, 02 Bespoke tailors for our customers we merged Bremer Landesbank with NORD/LB in record time – the first key step in our 535 17 What makes us who we are transformation programme entitled “ONE BANK”, with which we want to streamline and aircraft financed 37 What the figures say strengthen the entire Group. Even though NORD/LB is changing, we are holding strong to the areas of business that make up our bank. With this Annual Review we would like to give you some insight into 1 115 the diversity and strengths of the bank and its business segments. The examples show ships financed that we always focus on our customers. We always seek the best solutions for our custom- ers. And that is exactly what we want to be: bespoke tailors for our customers. Give us an opportunity to serve you too! >70 savings banks in the savings bank network Kind regards, 6 450 Thomas S. Bürkle employees Chairman of the Managing Board NORD/LB Norddeutsche Landesbank Represented in important financial and trade centres worldwide Ownership structure / Headquarters / Ownership regions Network Headquarters Strong support from our owners // Hanover // Braunschweig // Magdeburg Special Purpose Holding Branches worldwide Saxony-Anhalt Savings Association of the // London // New York // Singapore // Shanghai Banks Holding Association Mecklenburg-Western 5,28 % Pomerania Savings Banks 3,66 % German branches // Bremen // Dusseldorf // Hamburg // Munich // Oldenburg // Schwerin // Stuttgart and approx. Lower Saxony State of Lower Saxony 100 branches of Braunschweigische Landes- Savings Banks and 59,13 % Giro Association sparkasse 26,36 % Subsidiaries and bank holdings State of Saxony-Anhalt // Deutsche Hypothekenbank 5,57 % // NORD/LB Luxembourg Covered Bond Bank Schwerin Bremen Hamburg Amsterdam Oldenburg Headquarters and ownership regions Hanover // Hanover Dusseldorf Braunschweig New York London Magdeburg // Braunschweig // Magdeburg Luxembourg Frankfurt Hanover Nuremberg Braunschweig Paris Stuttgart Magdeburg Munich Shanghai Singapore 02 / What drives us // Bespoke tailors for our customers What drives us // Bespoke tailors for our customers / 03 »More efficiency for even greater customer focus« The best of both worlds The “ONE BANK” transformation programme Are there any success stories to report yet? A complex, group-wide programme like “ONE BANK” is based on strategic goals and measures. has been a priority at NORD/LB since 2017. Yet it can only be successful on a practical level. How does “ONE BANK” affect day-to-day work? Can you briefly outline what it’s all about? Matthias Hellmann / The full integration of Two colleagues from Corporate Sales talk about what has changed following the merger with Bremer Landesbank is a key milestone. Bremer Landesbank (BLB). Matthias Hellmann / Through “ONE BANK” Questions about the future of our subsidiar- we are strengthening NORD/LB for future ies Deutsche Hypo and Asset Management No overlaps “Instead of carrying out the same tasks “After more than 25 years in Bremen I challenges. We aim to make annual savings have been cleared up: Deutsche Hypo will The efficiency concept runs at different places, following the integration moved to Hanover at the beginning of 2018. right through the “ONE BANK” of € 200 million by 2020, and sustainably remain part of the Group, while we have transformation programme. of BLB we have redistributed competencies The team welcomed me very positively and reinforce our capital and earnings base. attracted a new strategic partner for Asset As described here by Hendrik and responsibilities. In our capital markets openly. Given the size and complexity of the Müller and Bernd Hansen, To this end we are working on three key Management. On top of this we have numer- division, which deals with corporate and international business in Hanover, I already many areas and initiatives are action areas: What is the best structure for ous individual working-level projects, all currently working on eliminat- special finance customers, this means see a difference in culture. Business in the Group? How can we set up our operating contributing to the big picture. For example, ing redundant processes, cre- almost every team has colleagues from Bremen was more fragmented, with shorter ating synergies, and redesign- model efficiently? To what extent can we we are optimising credit processes, simplify- ing NORD/LB business activi- Bremen and Hanover in it. This facilitates paths and sometimes unconventional solu- make further improvements to our business ing our IT architecture and reorganising, ties to avoid any overlaps. an exciting transfer of know-how that can tions too. I can learn a lot here and I am model? where appropriate: our business segments, only make us stronger. We engage in an also looking forward to inputting ideas and such as in the corporate customer segment intensive exchange of ideas and informa- approaches from my own experience.” or in the savings bank network. tion to capitalise on the best from both / Bernd Hansen, worlds.” / Hendrik Müller, Sales CRE / Structured Finance And what do customers notice from these Head of Sales CRE / Structured Finance internal changes? Matthias Hellmann / First and foremost, “ONE BANK” should ultimately be positive for them. Our new structures ensure more efficiency for an even greater customer focus. Thanks to our leaner and increasingly digital processes, in future they will benefit from shorter processing times and faster decision making. Matthias Hellmann is in charge of Corporate Hendrik Müller (left) and Communications at NORD/LB, and heads up Bernd Hansen are colleagues “ONE BANK” together with Olof Seidel. in the capital markets division. 04 / What drives us // Bespoke tailors for our customers What drives us // Bespoke tailors for our customers / 05 »Getting to know people personally is important to me« A day at work with Brit Meyer, our “bespoke tailor” At NORD/LB in Magdeburg, Brit Meyer is responsible for the syndication of large-volume financing 11:30 am: An investor in a different transac- 3:00 pm: Getting to know people personally in the housing sector. She is in contact with professional commercial real-estate investors like insu- tion gets in touch: the project has gone down is important to me. With new clients, for me rance companies and banks that want to get involved in broadly-diversified loan portfolios. She well with them internally, now we need to this primarily means listening closely: what always aims to ensure an optimal match between transactions and investors. In 2017 this led to an focus on the formalities. He first asks me to are their wishes and specifications with Brit Meyer excellent syndication loan volume of roughly € 100 million. draft the syndicate agreement. Since every regard to volume, collateral and return, for from Asset Distribution in Magdeburg combines long- investor has their own rules and require- example? Deep knowledge, commitment standing experience with ments, these contracts are always prepared and trust are an absolute must in my job, professional know-how: she 8:00 am: Today starts with a know-how 9:30 am: Back at my desk, I call the potential individually. My colleagues at Credit and because structuring finance is not just a trained at NORD/LB and has now been working here for exchange with customer service colleagues. investor. We have worked together for many Collateral Management are responsible for long process often lasting many months, it over 25 years. Throughout They have acquired a large financing deal to years, just like with most of my clients. this, I pay them a short visit in order to also requires tailoring. This gives the offers her career she has gained experience across a vast buy residential property, which now has to I briefly outline the transaction for him, and discuss the details of the deal. a certain quality, which my clients value and range of the housing sector. be syndicated to find a tailor-made solution my instinct was right: A stake in an acquisi- reward with strong loyalty. The meeting was for the customer. Simultaneously we have tion finance at the rim of the city perfectly 1:30 pm: After lunch I see that my client has good and detailed – I look forward to wor- to find a partner for the loan. Together we fits in his portfolio. I send an email with a already returned the non-disclosure agree- king with them in the future. Hopefully, I discuss the details. I scroll through the non-disclosure agreement, and also put ment. He receives the term sheet and can can offer them a special project, together “investor file” in my head, and already have together the term sheet with the key figures. present the project at his company. Then I with the customer advisor, soon. an idea of who could be suitable for this have to prepare for an afternoon meeting.

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